This paper provides an empirical description of the organizational culture of public sector organizations in Australia. A comparison of the culture over time and in comparison to the culture of private sector organizations is provided. Data were collected through mail survey questionnaires. The...

This study replicates and extends the Abernethy and Lillis (2001) interdependencies model of organization design to Australian universities. The model proposes interdependent relations among strategy, structure, and performance measurement systems affecting effectiveness and efficiency. We find...

This paper examines the association between five factors in O'Reilly et al.'s (1991) Organizational Culture Profile and the use of Activity Management, Total Quality Management, and Employee Empowerment within public sector organizations. The results show that the use of Activity Management and...